Which translation model provides a framework for practice change? The transitional model I would use for implementation would be the Havelock’s model. Havelock’s translation model provides a framework for practice change. From personal experience, the idea of change is often greeted with resistance due to the challenges that accompany it. It is easier to remain glued to our conservative norm than embrace innovative approaches. Havelock improved on Lewin’s change model and created a systematic process for the implementation of innovation in the work culture stating that change encompasses a series of cyclical actions that are repeated as progress is being realized, and added that the agent of change must be alert and attentive towards the steps of the process (White & Dudley-Brown, 2012). Havelock’s theory lends us a simple six step sequential strategy that guides the team into embracing an innovation. The steps are as follows: 1. The establishment of a relationship with the interprofessional team and stakeholders 2. The establishment of a diagnosis related to the need for change 3. Acquisition of the vital resources 4. Selecting of the applicable and suitable strategy 5. Acceptance and adaptation of the selected solution 6. Providing guidance towards self-renewal or the power to change In reiterating the points mentioned above, the initial approach is the establishment of a relationship because when relationships are positive, it is easier to effect change to an environment. Havelock’s strategy permits the inclusion of all representatives as members of the change project. The representatives are involved in the planning of the innovation. In the 2nd stage which is establishing a diagnosis regarding the need for change, the agent for change which is the DNP scholar would have to grant opportunity to the rest of the team to brainstorm according to their expertise with the practice problem. The issue of managing the effects of the opioid overdose dilemma will be discussed weekly, then biweekly and then monthly. In the 3rd stage which has to do with the acquisition of the vital resources, members of the interdisciplinary collaborative team are delegated to come up with appropriate solutions based on the evidence presented from research and translation science. Results from health resources and search engines such as Medline, PubMed, CINAHL will be examined for best evidence-based practice guidelines. These will be used for the gleaning and acquiring of related information. The 4th stage is the selection of the relevant and suitable strategy. It is after the resource information have been presented that the team would conduct a review of the presentation, detect likely options, meanwhile also stating the consequences for the chosen actions. A series of possible solutions should be designed, such as educational approaches that emphasize patient centered focus, and evidence-based practice guideline conclusions that would lead to .

1. Which translation model provides a framework for practice
change?
The transitional model I would use for implementation would be
the Havelock’s model. Havelock’s translation model provides a
framework for practice change. From personal experience, the
idea of change is often greeted with resistance due to the
challenges that accompany it. It is easier to remain glued to our
conservative norm than embrace innovative approaches.
Havelock improved on Lewin’s
change model
and created a systematic process for the implementation of
innovation in the work culture stating that
change
encompasses a series of cyclical actions
that are
repeated as
progress is being realized, and added that the agent of change
must be alert and attentive towards the steps of the process
(White & Dudley-Brown, 2012). Havelock’s theory lends us a
simple six step sequential strategy that guides the team into
embracing an innovation. The steps are as follows:
1. The establishment of a relationship with the interprofessional
team and stakeholders
2. The establishment of a diagnosis related to the need for
change
3. Acquisition of the vital resources
4. Selecting of the applicable and suitable strategy

2. 5. Acceptance and adaptation of the selected solution
6. Providing guidance towards self-renewal or the power to
change
In reiterating the points mentioned above, the initial approach is
the establishment of a relationship because when relationships
are positive, it is easier to effect change to an environment.
Havelock’s strategy permits the inclusion of all representatives
as members of the change project. The representatives are
involved in the planning of the innovation.
In the 2nd stage which is establishing a diagnosis regarding the
need for change, the agent for change which is the DNP scholar
would have to grant opportunity to the rest of the team to
brainstorm according to their expertise with the practice
problem. The issue of managing the effects of the opioid
overdose dilemma will be discussed weekly, then biweekly and
then monthly.
In the 3rd stage which has to do with the acquisition of the vital
resources, members of the interdisciplinary collaborative team
are delegated to come up with appropriate solutions based on
the evidence presented from research and translation science.
Results from health resources and search engines such as
Medline, PubMed, CINAHL will be examined for best evidence-
based practice guidelines. These will be used for the gleaning
and acquiring of related information.
The 4th stage is the selection of the relevant and suitable
strategy. It is after the resource information have been
presented that the team would conduct a review of the
presentation, detect likely options, meanwhile also stating the
consequences for the chosen actions. A series of possible
solutions should be designed, such as educational approaches

3. that emphasize patient centered focus, and evidence-based
practice guideline conclusions that would lead to the desired
innovation. When this meeting comes to an end, there should
exist a selection of possible strategies that would be reviewed
and critiqued by all members of the team.
The 5th stage in Havelove’s Change Theory which is acceptance
and adaptation of the selected solution is marked with
addressing of the practicability or feasibility for the selected
solution. The DNP scholar takes charge as facilitator in
reviewing the possible potential advantages or remunerations,
applicability, and adoptability of each possible strategy.
The 6th stage which is the provision of guidance towards self-
renewal or the power to change is critical since it leads to the
enablement and incorporation of the desired innovation.
What is the value of an interprofessional team to address this
practice problem?
The fundamental features of interprofessional collaboration
involves a shared common objective or goal, efficient
communication, interpersonal and professional expertise, and
liability (Hamric, Hanson, Tracy & O’Grady, 2014).
But there are challenging aspects that threaten to inhibit
collaboration effectiveness and these may include the absence
of role clarification, lack of availability of team members,
limited time, miscalculations in terms of scope of practice,
communication errors, hierarchy disparities, mistrust, and
clashing viewpoints (Lancaster, Kolakowsky-Hayner, Kovacich,
& Greer-Williams, 2015).
Irrespective of the barriers and obstacles, the concept of
interprofessional collaboration is invaluable for preventing
misinterpretations that can result in decreased patient

4. satisfaction, oversights, lapses in treatment plans, and adverse
clinical outcomes (Howard, Jacobson, & Kripalani, 2013).
Interprofessional collaboration offers an overabundance of
effective teamwork benefits and one of such is the enhancement
of consumer safety and efficiency regarding care (Weller, Boyd,
& Cumin, 2014). When the collaborative team approaches
innovation from an evidenced-based teamwork method, this is
capable of assisting the members to express a plethora of
varying perspectives resulting in the optimization of
collaboration and communication.
What strategies can you implement to inspire others to embrace
change?
When change is necessary, we need colleagues to adopt the
change; we need for them to do things differently. But inspiring
others to embrace change is difficult and people often pose a
resistance because it is easier to remain with the familiar and
just follow the status quo. But some simple steps that can help
in the implementation to inspire others to embrace change
include being in the habit to always keep colleagues in the loop
and informed on the need for innovation, inspiring them about
the benefits and potential that the change offers, educating them
about the improved conditions outlook, as well as making it a
priority to involve them in creating the desired change.
References
White, K., & Dudley-Brown, S. (2012). Translation of Evidence
Into Nursing and Health Care Practice. Retrieved from:
https://eds-a-ebscohost-
com.chamberlainuniversity.idm.oclc.org/eds/ebookviewer/ebook
/bm
[email protected]
sessionmgr4006&vid=3&format=EK&rid=17 (Links to an

5. external site.)
Hamric, A. B., Hanson, C. M., Tracy, M. F., & O’Grady, E.T.
(2014). Advanced practice nursing: An integrative approach
(5th edition). St. Louis, MO: Saunders Elsevier
Lancaster, G., Kolakowsky-Hayner, S., Kovacich, J., Greer-
Williams, N. (2015). Interdisciplinary communication and
collaboration among physicians, nurses, and unlicensed
assistive personnel. Journal of Nursing Scholarship, 47(3), 275-
284. doi:10.1111/jnu.12130
Howard, T., Jacobson, K., & Kriplani, S. (2013). Doctor talk:
Physicians’ use of clear verbal communication. Journal of
Health Communication, 18(8), 991-1011.
doi:10.1080/10810730.2012.757398
Weller, J., Boyd, M., & Cumin, D. (2014). Teams, tribes and
patient safety: Overcoming barriers to effective teamwork in
healthcare. Postgraduate Medical Journal, 90(1061), 149-154.
doi:10.1136/postgradmedj-2012-131168
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